Common Mistakes a Salesperson That Can Reduce Profit

In the 10 years that I have been involved in sales, I have worked with thousands of vendors. Some negative behaviors, the mistakes that sellers make, continue to wonder. Here are my top five. See how far you (or your marketing function) can blame them.

Error number one: concern over strategy versus tactics

Gather a group of experiments around a coffee maker and listen to the conversation. After the mandatory arguments about all kinds of things, it was the conversation that led to propaganda questions. How can I do that on that account? How did this note come to this?

In my training forums, I always took the “hospital” where buyers wrote any questions related to marketing and presented it to the group for discussion. These questions are almost always related to procedural issues. One way or another, they ask the same question: How do I achieve this role in this article?

While this irony is encouraging, it introduces a sense of injustice. The belief behind these questions is this: “If I can determine the probability of my share, I can sell this account or achieve this goal.”

This, unfortunately, is rarely the case. These vendors, based on this bad faith, are looking for a solution in the wrong world. Almost always, the answer to a question is not a clearer strategy, but a better execution of the basic principles.

It’s like a team of soccer players whose players don’t tackle well, lose their blocks, do internships and jump regularly. The solution is not just an intelligent game plan. The solution is an excellent execution of the basic principles. Learn to do the basics well, and the strategy will take care of itself.

The real problem with this about the concern about regulation is that it suppresses the supplier, replacing the objective of the best strategy for the real solution: the best execution of the basics.

When I was asked these “process” questions, I found myself asking the provider to verify the basics. Have you identified the main decision makers and directors in the account? Did you create personal relationships of trust with each other? Have you understood the client’s situation at a deeper level? Did you present your solution in a way that gave them a reason to do business with you? Have you matched your ability with the complexities of customer needs?

The course of this test almost certainly discovers a defect in the execution of the process. It is not the propaganda of the problem, it is the principles. Focus on creating the basics and the need for an intelligent strategy.

Number two: nonsense

The seller of the trust space is, as an important and integral part of his practice, subject to action. We like to be fast: drive here and there, build our cell phones, build business, solve customer problems, all in a continuous process. Boy, can we do something?

And the inclusion of this high energy in practice is a powerful behavioral force, which gives the retailer the desire to succeed.

But, like all signs of strong behavior, this is the dark side. Our willingness to act often exceeds our preconceived ideas.

In our family for action, we forget to spend a few moments thinking about that act. Is this the most effective place to go? Am I properly prepared for this marketing call? Do I know what I want to achieve in this call? Is that the person you should see or another more appropriate person? Is it really sensible to drive 30 miles to see this newspaper and then make a 45-mile impression to find another one?

Today’s customers ask well-prepared and well thought out sellers, and those who investigate them before a sales call. All this is detrimental to the type of seller “ready to shoot.”

On the other hand, those who challenge themselves at the regular beginning of the time devoted to preparation and preparation will find themselves more effective than their co-workers.

Error number three: happy with the introduction

Some of our customers have been calling for years and yet the seller doesn’t know anything else about them today and then he knows after the second sales call. These are accounts in which the provider cannot identify one of the clients in the account, explain if they are not profitable or identify one of their target locations.

Most of the vendors have an amazing opportunity to learn about their customers in more profound and informative ways, and often reward it by having the same conversations with the same customers in and out. They do not dig deep. They mistakenly interact with understanding.

What a shame. I am sure that marketing strategy – a part of the sales process more than anything else determines our success as a sales manager – has the ability to know the customer more deeply and in a more detailed way than our competitors.

It is our understanding of the client that allows us to position ourselves as qualified, trusted consultants. It is our understanding of the client that provides the information we need to plan programs and proposals that differentiate us from everyone else. It is our understanding of the customer that allows us to serve the customer in a continuous manner, to meet their needs even before they are defined.

In an economic environment where the differences between companies and products occur in the eyes of the customer, successful companies and individuals will be the ones facing the rest. And designing the rest depends on understanding the customer better than anyone else.

Number Four Mistake: poor question

This is a variation of the above error. I was completely amazed at the lack of thinking I always find on the part of fighters. Most use questions such as sledgehammers, breaking ties and drawing on the understanding of their customers through unbiased questions.

Others don’t use them at all, becoming the most important part of a sales call. They work under the illusion that the more they talk, the better marketing work they do, when the truth is in the opposite direction.

And the others are content to play with the context of the case. “How many of this did you use?” “What don’t you like about your current provider?” Their demands are automated at best, offset and aggressive at worst.

The result? These vendors do not uncover the deeper issues that plague their customers. Instead, they always respond to the common complaint of customers who have given no reason to think otherwise: “Your value is high.”

Low sales, frequent complaints about valuation, frustrated vendors, disadvantaged managers, and disadvantaged customers – all of these as a result of the inability to use the seller’s strongest tool with skill and sensitivity.

Number Five Mistake: No investment in themselves.

Here’s a wonderful observation. No more than 5% active, full-time professional customer time is invested in their own growth. That means that one of 20 sellers has spent $ 20.00 of their own money on paper on sales, or subscribed to a sales magazine, picked up a sales job, or attended a sales conference of their choosing and on their own account.

Don’t believe me? Get votes. Ask your vendors or colleagues how many of them have invested more than $ 20.00 in a book, magazine, tape, etc. in the last 12 months. Ask those who find a definite answer to prove it by expanding their investment. Don’t be surprised if the answers are vague. You will quickly see how many sales people in your organization are investing in each other.

Marketing is the only profession that I know to the point where the vast majority of employees are obsessed with personalized content.

Why is that? There are a number of reasons …

Some still think that their actions are so unique that they cannot be learned from anyone else. Others also think they know it all. They have, therefore, no need to take time from some of the seemingly valuable things they are doing to find a forum or read a book.

Some don’t care. Their focus is on their activities, it is not necessary to progress them. But I think the main reason is that a strong majority of marketers do not view themselves as professionals and, therefore, have no professional expectations for themselves. They work their way above the customer’s desk or they move into sales by the world, and they view their work as a job they will do, not just employment to grow within.

They are content to have their companies set up for their training or development. And between you and me, they will want their companies to do nothing that will require them to change exactly what they are doing.

These are the five most common negative moods I find. It may be that you and your colleagues are not immune to these wounds on success. Good for you. But if you do not have immunity, and if you find some of your own behaviors in this list, then you do not reach your potential for success. It has a lot of potential for success – for satisfaction, courage and competence – that is constrained by these negative behaviors. Get rid of yourself of these negative behaviors, and you will start to gain your strength.

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